The Scottish Road Network Authority Research Paper

The Scottish Road net Authority - Research Paper Example1). Indeed, one basic hurdle to SRNAs cured dealments decision to change a long-standing and all-public servicing strategy of construction and maintenance to one focused on procurement and spotting out is SRNAs organisational farming. The proposed changes will inevitably lead to redundancies and an explosion in run outsourced. Expectedly, upper managements suggestions are met with large resistance as is shown in provided case. The case for change is, in fact, hard to sell among staff given SRNAs senior managements practices evidenced in poor knowledge management strategies. This report argues that, in order for SRNA to diffuse and manage change effectively among staff, network-based, knowledge- communion strategies should be put in place.Since devolution, Scotland has barely shifted away from a public sector mentality (Lyall, n.d.). foeman to propositions by upper management comes, therefore, as no surprise. Placed in a wider context, outsourcing public services - road building services included - is, in fact, a continuation of a set of policies enacted crossways all U.K. (Lyall). Indeed, just as outsourcing services has generated much resistivity since introduction back in 1980s (Dodworth, M. & Constable, M., 2006), SRNAs staffs opposition to suggested changes is only symptomatic of such shifts main arguments employeeAs a matter of fact, all three i... THE Scots ROAD NETWORK AUTHORITY KNOWLEDGE SHARING 4retention and rights, Public Private Partnerships (PPPs) and service quality (Dodworth, M. & Constable, M. Hemson, 1998). As a matter of fact, all three issues are not only a U.K. concern but are spread about as much countries as can be wherever and whenever a case is made for outsourcing (Hemson). Indeed, one can hardly find a standardised issue in which almost same concerns are voiced. In SRNAs case, Henry Irvings, Director Generals (DGs), practice of contact himself with a narrow circle of senior executives adds a particular emphasis on SRNAs case for knowledge management in a wider context of an eminent change. More specifically, SRNA strongly speaks for a case of oeuvre power structure within which corporate culture as well as knowledge sharing strategies are defined, controlled and set by a minority cohort made up of a DG and a narrow circle of surrounding senior executives (e.g. Charles Hampden, Finance Director). Indeed, corporate culture has been increasingly forceful as a definitive aspect of corporate style and performance (Schein, 2004 Willmott, 2003). According to McDermott and ODell (2001), corporate culture is the shared values, beliefs, and practices of the people in the organisation. Put differently, an organisations culture is an overarching framework within which all employees fall and are affiliated to (Willmott). That is, one way management holds sway over workplace power politics is to define how employees should put one across specific codes of conducts supposedly divorced THE SCOTTISH ROAD NETWORK AUTHORITY KNOWLEDGE SHARING 5from interpersonal, intradepartmental, and interdepartmental interactions.